Abstract : The study was carried out to find out whether there were influence and correlation between : a) Reward received by the IRDABI’s employees on their job satisfaction. b) style of the leadership on the job satisfaction. c) Reward together with style of leadership on the job satisfaction of IRDABI’s employees.
The result of the study showed that there was significant correlation and influence between the reward on the job satisfaction with was shown by the value of partial correlation coefficient of 0.6185 and coefficient of multiple regression for reward variable (β1) of 0.412. The influence of variable for style of leadership on the job satisfaction was also significant with the partial correlation coefficient of 0.5495
and coefficient of multiple regression (β2) of 0.355.
In the test of Analysis of Variance (ANOVA) on the equation of multiple regression show that Fvalue was bigger that F-table (F = 58.97 > F-table = 3.098) or the Probability Value smaller than 0.05. At showed that there was significant correlation and influence between reward variables all together with style of leadership on the job satisfaction of employees. The value of multiple correlation coefficient (R) was 0.751 and R Square (R2) was 0.564. Value of R Square (0.564) meant that 56.5% of variation proportion total of job satisfaction can be eliminated of equation of multiple regression was used as the estimator rather than using average value of job satisfaction as the estimator.
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Employee Engagement: Upaya Peningkatan Kinerja Organisasi
Abstract
Nowadays, organization performance appraisal is not only focused on financial indicators but also on human capital indicators. Therefore, issues on employee engagement become important to conceptualize and determine the role of human capital toward organizational performance. Employee engagement is a complex construct and related to others behavior constructs. For this reason, this construct should be explained the difference with other behavior constructs, such as organizational commitment and job involvement. Generally, there are three drivers of employee engagement; the organization, management and leadership, and working life. Meanwhile, employee engagement affects the growth of organizational productivity (organizational level), job satisfaction, organizational commitment and reduced employee turnover intention (individual level). The positive affects of employee
engagement insisted the managerial leader to gives particular attention in creating and managing employee engagement in the organization. This article is a literature study which tries to explain deeply the concept of employee engagement and its role to improve organizational performance.
Keywords: human capital, employee engagement, organization performance, organizational commitment, job involvement
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Nowadays, organization performance appraisal is not only focused on financial indicators but also on human capital indicators. Therefore, issues on employee engagement become important to conceptualize and determine the role of human capital toward organizational performance. Employee engagement is a complex construct and related to others behavior constructs. For this reason, this construct should be explained the difference with other behavior constructs, such as organizational commitment and job involvement. Generally, there are three drivers of employee engagement; the organization, management and leadership, and working life. Meanwhile, employee engagement affects the growth of organizational productivity (organizational level), job satisfaction, organizational commitment and reduced employee turnover intention (individual level). The positive affects of employee
engagement insisted the managerial leader to gives particular attention in creating and managing employee engagement in the organization. This article is a literature study which tries to explain deeply the concept of employee engagement and its role to improve organizational performance.
Keywords: human capital, employee engagement, organization performance, organizational commitment, job involvement
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IMBALAN DAN GAYA KEPEMIMPINAN PENGARUHNYA TERHADAP KERJA GURU SEKOLAHMENENGAH
This study investigated the relationships between school climate and job satisfaction. Also, this study looked into the type of school climate, relationship between school climate and student performance, and the relationship between job satisfaction, student performance and the school climate in different schools. The sample of this study consisted of 104 teachers from three secondary schools in Zon
Sentul, Kuala Lumpur. The instrument used was a questionnaire with 24 statements for measuring teacher's job satisfaction and 34 statements for determining school climate. The results of this study show that the three schools investigated have a closed school climate. A correlation was found between school climate and teacher's job satisfaction, and between school climate and student performance.
A relationship was also found between teacher 'sjob satisfaction and student performance. Furthermore, the school climate of the three schools show distinct differences. Suggestions for improving school climate are also given.
Sentul, Kuala Lumpur. The instrument used was a questionnaire with 24 statements for measuring teacher's job satisfaction and 34 statements for determining school climate. The results of this study show that the three schools investigated have a closed school climate. A correlation was found between school climate and teacher's job satisfaction, and between school climate and student performance.
A relationship was also found between teacher 'sjob satisfaction and student performance. Furthermore, the school climate of the three schools show distinct differences. Suggestions for improving school climate are also given.
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Efektivitas Perpaduan Komponen Anggaran dalam Prosedur Anggaran: Pengujian Kontinjensi Matching
ABSTRACT
This study investigates effect of matching among budget components in budgeting procedure on managerial performance. Budget component include budget participation, budget target, budget revision, and budget evaluation. Many budgeting research test contingency fit with contextual factors like uncertainty, organizational factors e.g. structure, culture, and behavioral i.e motivation. Research finding shows that participation doesn’t have impact on budget goal. Fit between budget goal and budget revision and budget evaluation have positive effect on managerial performance but not significant. While budget revision and budget evaluation have significant effect. Empirical evidences indicate that budget revision and budget evaluation are not contingency factors of budget goal difficulty. Research suggests to investigate strategic planning as contingency factor of budget procedure.
Keywords: budget component, contingency, and managerial performance.
PENDAHULUAN
Sistem Anggaran memiliki fungsi manajerial yang meliputi perencanaan, koordinasi, evaluasi (pengendalian), dan umpan balik. Terkait dengan fungsi manajerial maka antara satu komponen anggaran dengan komponen anggaran lain me¬miliki time sequence. Blocher et al. (2000) menyata¬kan bahwa efektivitas anggaran tidak hanya tergantung satu komponen saja tetapi keber¬hasilan anggaran dipengaruhi oleh perpaduan dan interdependensi antar komponen anggaran.
Sebagai bagian dari system pengendalian mana¬jemen, system anggaran meliputi (1) struk¬tur pengendalian anggaran, (2) prosedur, dan (3) kebijakan anggaran. Struktur pengendalian ang¬garan ditunjukkan oleh kebutuhan anggaran pada semua level meliputi korporat, departemen, divisi, fungsi-fungsi produksi, pemasaran, unit bisnis, atau bahkan liniproduk (Hansen dan Mowen 1995, 667).
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This study investigates effect of matching among budget components in budgeting procedure on managerial performance. Budget component include budget participation, budget target, budget revision, and budget evaluation. Many budgeting research test contingency fit with contextual factors like uncertainty, organizational factors e.g. structure, culture, and behavioral i.e motivation. Research finding shows that participation doesn’t have impact on budget goal. Fit between budget goal and budget revision and budget evaluation have positive effect on managerial performance but not significant. While budget revision and budget evaluation have significant effect. Empirical evidences indicate that budget revision and budget evaluation are not contingency factors of budget goal difficulty. Research suggests to investigate strategic planning as contingency factor of budget procedure.
Keywords: budget component, contingency, and managerial performance.
PENDAHULUAN
Sistem Anggaran memiliki fungsi manajerial yang meliputi perencanaan, koordinasi, evaluasi (pengendalian), dan umpan balik. Terkait dengan fungsi manajerial maka antara satu komponen anggaran dengan komponen anggaran lain me¬miliki time sequence. Blocher et al. (2000) menyata¬kan bahwa efektivitas anggaran tidak hanya tergantung satu komponen saja tetapi keber¬hasilan anggaran dipengaruhi oleh perpaduan dan interdependensi antar komponen anggaran.
Sebagai bagian dari system pengendalian mana¬jemen, system anggaran meliputi (1) struk¬tur pengendalian anggaran, (2) prosedur, dan (3) kebijakan anggaran. Struktur pengendalian ang¬garan ditunjukkan oleh kebutuhan anggaran pada semua level meliputi korporat, departemen, divisi, fungsi-fungsi produksi, pemasaran, unit bisnis, atau bahkan liniproduk (Hansen dan Mowen 1995, 667).
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Evolusi Konsep (Manajemen) Sumber Daya manusia
Manajemen sumber daya mnusia berakar dari revolusi industri, dimana penyebaran industrialisasi telah memberikan tekanan pada kemampuan bisnis dalam hal menggaji, melatih, dan mengendalikan sejumlah bedar karyawan yang dimilikinya. Pada akhirnya abad ke 19 dan wal abadke 21 terjadi perubahan besar pada peraturan pemerintah dan relasi-relasi buruh berkaitan dengan berkembangnya bidang in. manajemen Sumber Daya manusia hadir secara menonjol pada pertengahan abad ke 21, yang dibantu dan dipengaruhi oleh berkembangnya kajian-kajian perilaku dan organisai.